Program manager for new product launches with projects running 6 months to 2.5 years, handling 3-4 projects at a time. Projects product profitability ranges from $1 to $900 million annually.- Lead Sourcing representative on flagship Tempur product line launch projected to yield revenue of $827 million annually, encompassing 9 product lines across 7 be sizes.- Responsible for ensuring supplier meet rigorous technical and aesthetic requirements in addition to production of supply through 4 build stages: prototype, spec build, manufacturing pilot, and plant pilots.- Analyzing main supplier and co-supplier ramp-up times and material availability, aligning procurement with project timelines, core team members, and commodity managers.- Reporting to executive management on sourcing material status at each of the 6 toll gate meetings- Conduct end-of-life project analysis to strategize cost reduction and managing excess materials.

Project manager of cross functional New Solutions Development process from product ideation to start of production. My projects run 6 -12+ months, handling 14-22 projects at a time.- Completed 15 projects over the last year by facilitating objectives such as label changes, new formula implementation, government regulations, new product development, etc. through a stage gate process, responsible for the management of timeline, deliverables, accurate documentation within the new project management system, and synchronizing different departments and regions.- Champion of new department project management tool, including training new project management employees, process improvement ideation, and standardization of project steps.

Responsible for program management of automotive APQP process from sold product to start of production. Most projects run 6-8 months, $1-3 million in revenue, and approximately 6-12 projects open at one time.- Led automotive Advance Product Quality Planning (APQP) process including program management of timeline, deliverables, accurate documentation, and coordinating with 10 different departments- Real time analysis and alignment of multiple department capacities to help guide sales team on pricing structure, including submitting capital cost analysis for new equipment to plant manager and corporate office.- Simplified the cost analysis process, reducing duplicate documentation and created a one stop shop for key project information including pricing structure, prototype ordering, project details, and revenue.

Worldwide planning of acquisition printers, features, and options with a total spend greater than $15 million- Collaborated with geography specific demand teams to ensure appropriate product balance between supply and customer demand- Worldwide inventory manager, including outlining prioritization of goods to different geographies- Delivered detailed updates to the business on various supply chain metrics during the monthly Sales and Operations meeting, making recommendations to upper management on supply chain direction- Anticipated potential supply chain risk and implementing mitigating plans - On boarding new suppliers to the business

Focused on driving cost savings and strategic initiatives in Human Resources, Marketing, and Sales through quoting, spend analytics, supplier consolidation, and global strategy creation- Executed over 100 contracts for indirect sourcing, mitigating risk to the company and saving over $1.5 million- Created Sourcing Category Strategy for global Human Resources, outlining total spend, top suppliers, compliance needs, market trends, and strategies leading to multiple quoting activities- Created and implemented best practices quoting templates and standards

Delivered strategy driven projects, trained and mentored in lean methodology and thinking, and provided insight into process improvement areas within the sourcing organization.- Recognized as a global benchmark by CEB (a best practice insight and technology company) for reapplication by other companies- Developed and executed training on Request for Information/Quote/Proposal (RFx) to Award global sourcing process for over 90 sourcing personnel- Consolidated and gathered internal and external best practices globally to develop process framework- Created a central process interface to leverage scale across the company, connecting process to key templates, guidelines, and other processes- Developed visual management with leading indicators, providing insight to areas needing improvement- Selected key and strategic suppliers, developing criteria for quadrant differentiation by amount of spend and criticality to the business- Conducted internal practitioner level lean training, including mentoring on standard work, A3 problem solving, 5s, leader standard work, and visual management for over 90 global sourcing personnel

The TRP is a two-year program during which participants rotate through three, eight-month rotations through various functions. The purpose of the TRP is to recruit and hire top, diverse, entry-level talent, and expose them to various parts of the business in order to better prepare them for future leadership roles. Promoted within company at the end of the programGlobal Sourcing Project and Process Leader (Third Rotation)- Provided Intro Lean Training for multiple geographies, focusing on culture of a lean environment and tools to implement continuous improvement- Facilitated a kaizen event for the cleanup of a Cost Management Tool, a kaizen for Corporate Social Responsibility, and a Kaizen event for how Global Sourcing defines Key and Strategic Suppliers- Implemented a suggestion funnel for employees continuous improvement ideasPlanning Lean Improvement Coordinator (Second Rotation)- Leader for the implementation of a virtual kanban calculator pull system between a USA Distribution Center and a Mexico Distribution Center- Analyzed and calculated the demand data to set reorder points for various makes and models- Participated in Kaizen event to map out new processProcess Engineer for Fuser Technology (First Rotation)- Designed and executed experiments for diagnosing a fuser technical issue- Created an internal visual management and communication forum for the equipment and different programs within the team

Reduce appliance replacement parts cost and reduce back orders by obtaining quotes, negotiating, and qualifying parts from new suppliersIdentify cost out opportunities to reduce refrigerator icemaker kits and packaging material by consolidating suppliers, negotiating pricing, and reviewing current usability for accessory parts

Reorganized refrigerator packing material to support a pull system based on high turnover pack materialCreated an inventory model that matched the projected return-to-stock refrigerators with on-hand supplies and pending material orders. The inventory model also helped forecasted inventory restocking needs and tracked weekly performance

Identified failure frequency of microwave components returned from the fieldSet up qualification testing for microwave improvements, including conferring with Asian suppliersSet up logic based system for diagnosing failed microwave magnetrons and created a problem solving guide for future co-ops